Fong Kok Meng has over 25 years of experience in banking, including roles in branch management, commercial banking, and operational risk management. He holds a B.A. in Economics from Universiti Malaya. Most recently, he served as the Head of Operational Risk at Bangkok Bank Berhad, where he was responsible for developing the operational risk framework and overseeing risk management tools and reporting. He has expertise in branch management, new customer acquisition, and all aspects of operational risk management.

1. FongKokMeng
Summary of qualifications
Education 1987 – 1990 : B.A (Hons) (Econs) - Universiti Malaya
Professional
experience /
Achievements
1) D &C Bank – DCB Bank – RHB Bank (1990 – 2005)
1990 – 1996 (Officer)
1996 - 1997 (Sept) (Assistant Branch
Manager)
1997 (Sept) – 1998 (July) (Branch Manager -
Selayang)
Became one of the youngest Branch Managers in RHB Bank at
the age of 29.
1998 (August) – 1999 (May) (Branch
Manager (Sri Damansara)
Though the country was affected by the currency crisis, still
managed to increase RHB’s Sri Damansara branch’s pre-tax profit
from > RM100k in financial year 1998 to >RM500k in 9 months for
the financial year ending 30th
June 1999.
1999 (June) – 2001 (Jan) (Branch Manager -
Sungai Buloh)
Increased profit from RM1.2M for financial year ending 30th
June
1999 to >RM5.0M for financial year ending 30th
June 2000. From
July 2000 – Jan 2001, the branch achieved a profit of > RM3.5M
(7 months)
2001 (Feb) – 2002
(June) (Branch
Manager - Desa Sri
Hartamas)
This new branch became profitable within 6 months after its official
opening. Selected to manage this branch as it was an adopted
branch of the then Executive Chairman of the Bank, Tan Sri Dato’
Rashid Hussain. (He adopted only three branches, the others were
KLCC and KL Main)
2002 (July) – 2003 (Dec) (Team Leader -
Commercial Banking)
2004 (Jan) – 2005 (Feb) (Head –
Klang Commercial Banking
Business Centre)
No 43 Jalan USJ 3A/8
UEP Subang Jaya
47600 Subang Jaya
Selangor Darul Ehsan
Phone 03-80113773 / 012-2782565
E-mail fongkokmeng@yahoo.com

2. Klang Commercial Banking Business Centre (CBBC) was the No. 2
Business Centre (out of 42 Business Centres) in terms of Loan
Growth in Malaysia. (as at 31st
Dec 2004).
2) UNITED OVERSEAS BANK : 2005 -
2015
2005 (March) – 2006 (March)
(Vice President / Branch
Manager) (Shah Alam Branch)
UOB Shah Alam branch became profitable after reporting a loss in
2004. The branch was touted as a “rising star” in early 2006 by the
then Head of Personal Financial Services Division, Mr Khoo Chock
Seang.
2006 (April) – 2015 (Sept) (Vice President)
Risk Management
(Operational Risk Management)
In charge of the following:
1) Operational risk management framework/policies/procedures
and guidelines
2) Conduct training on operational risk tools, policies and
exercises (e.g. Business Impact Analysis (BIA), Key Risk Control
Self-Assessment (KRCSA), Key Risk Indicators (KRI), etc.
3) Monitoring and Reporting of incidents.
4) Management of Bank’s Insurance Policies.
5) Product Program (i.e. development of new products)
6) Management of Business Continuity Management.
7) Management of Outsourcing arrangements
8) Monitoring and reporting Reputation Risk
10) Implementation of Operational Risk Management Toolkits.
2) AMBANK: 2015 (Sept) – 2016 (Oct)
In charge of 12 staff and responsible for the following:
1) Operational risk management framework / policies / procedures and
guidelines / Operational Risk Appetite.
2) Conduct training on operational risk tools and incident reporting.
3) Product Risk Assessment & Operational Readiness.
4) Incident Management Reporting (including to BNM ORION)
5) ICAAP (for operational risk)
6) Implement Operational Risk Management Tools (Risk & Control
Self-Assessment, Key Risk Indicators, Key Control Testing, etc.)
Present
Occupation
Head of Operational Risk, Bangkok Bank Berhad
(2016 (Nov) – present)
Areas of Expertise a) Branch Management
b) Marketing for new borrowers / customers

3. c) Operational Risk Management
APPENDIX 1
CURRENT ROLES & RESPONSIBILITIES
1) Operational Risk Management Framework / Policies / Procedures & Guidelines
 Develop, maintain and review bank’s operational management framework / policies /
guidelines :
a) Operational Risk Management Framework
b) Operational Risk Management Policy
c) Operational Risk Management Guide
2) Conduct Training
 Facilitate and provide support and guidance to business/support units in the
development of their operational risk profiles, conduct of operational risk self-
assessments, development of key operational risk indicators and incident
management reporting.
 Promote greater awareness of operational risk management in the Bank.
3) Product Risk Assessment & Operational Readiness
 Review new product / product variation proposals from Business units, i.e. in terms of
product risk assessment and operational readiness.
4) ICAAP
 Develop operational risk’s Stress Test Methodology.
 Prepare and submit operational risks’ ICAAP Stress Test results based on identified
scenarios.
5) Operational Risk Management Tool
a) Risk & Control Self-Assessment (RCSA)
 Facilitate and assist the Business / Support units with the RCSA process,
including identifying and addressing the risks associated with their key processes.
b) Key Risk Indicators (KRI)
 Facilitate and assist Business / Support units with their implementation of the KRI
program.
 Review Business/Support units’ KRI submissions and action plans and report
KORI exceptions and adverse KRI trends which have a significant negative
impact on the Bank’s overall risk profile to the relevant committees on a monthly
basis.
c) Key Control Testing (KCT)
 Facilitate and assist Business / Support units with their implementation of the
KCT program.
 Review Business/Support units’ KCT submissions and action plans. Report KCT
exceptions to the relevant committees on a monthly basis.
6) Monitoring & Reporting

4.  Timely reporting and escalation of risk events (including analysis of risk events) to
Senior Management, relevant committees and Board of Directors.
 Identification of root causes and financial / non-financial impact of incidents.
 Provide advice and guidance to Business / Support Units on risk mitigating
measures to minimize recurrence of risk loss events.
 Monitoring and reporting emerging operational risk issues to Senior Management,
relevant committees and Board of Directors for their attention.